Transformation of the Service Business. Operational & Remote Center – sinergies FSS & BAU. Motivation: Very competitive market – hourly rate of competition is 60% less than Siemens. 4 fundamental questions: How can we improve competitiveness?
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Motivation: Very competitive market – hourly rate of competition
is 60% less than Siemens
4 fundamental questions:
How can we improve competitiveness?
How can we fight against new competitors (FMS, installers)?
How can we intensify our relationship with customers?
How can we generate new business?
Technological Platform that communicate with the installations of our customers
Maintenance contracts invoicing.
Product Managers Team
Call Center Global Service Industry:
Used by: - 70 technician , - 35 project mgr. - 35 subcontractors
Intro in Global Service Industry in process
Technical problems and missing documentation from HQ at the beginning
Find a good technician willing to work in the remote service center
No one wanted to be the first to offer a connection
Not integrated in service processes
How do we
Test and document locally all configurations & make pilot installations
Mgt. Decision: Each project with a volume > 20k€ must have a remote connection
Go personally with sales to sell the first connections, Nº of connections in the objectives ...
Promotional packages “for free” for branches and customers
Integrate the remote center completely in the service processChallenges of Remote Service
C u s t o m e r Services
> > > > > > Analysis > > > > > > > > Implementation > > > > >
2007Pillar I:Involve key people - Brainstorming
What we did:
- Meet deadlines
- Meet requirements
„Analysis and revision of the processes
- Existing Corp. Tools
- Communication Tools
„Analysis and revision of the available tools”
Pillar II:SERVOR Process AnalysisIdentified Improvement Levers to allow prioritization
Application of Mobile Front-end
with Real-time Task management
… Mio €
Lead management &
Total average annual
gross savings (DI2)
… Mio €
Total average annual
additional sales (DI2)
Planning and Dispatching Tool(s)
and work instructions
Integrated service management
Strong impact customersatisfaction
2008PillarIII: Remote Business Plan supported by HQ - Goal
Transfer / Generate electronic information
Pillar VII: Integrated Mobile Services & installed base& push Integration into Industry Sector
Administration and Dispatching
… allows on-time management with-out paper of:
Preventive Maintenance Checklists
Hours & Travel Expenses
Material, Spare-Part and car stock
Actual Oct 2011:3 centrosPillarVIII: Operation Centre allow centralization, remote & energy services (Reducing dispatching centers from 9 to 1)
converted to service sales
Allows Green Consulting
Support Energy efficient solutions
Building Performance Optimization
Make Green Migration possible
Energy Saving Performance Contracting
2009PillarXI: “Assisted Products” Business Models to create Added ValueExample: Partner – Customer relation in a win-win-win situation
(e.g. Hotels, etc.)
Direct contact to customer
Support how to operate the system
Lease material for remote connections (with contract at now cost)
Partner(e.g. FMS, installer, VAP, etc.
Frame contracts (discounts, spare parts, etc.)
Technical support (revisions, problems, changes, spare parts extensions, optimization, energy reduction, detector exchange, SW up-date, etc.)
Regular reports (operations y energetic)
Revisions from Operation Centre with on-site combinations
Information about changes
Buys material Siemens for repair, extensions, migrations, etc.